060 - You Can’t Do It All: Learning to Leverage Your Team

Many times in our profession, people do the if then or when then, right? When I get to this next level, then I'll hire the first CA or the second ca and they're doing it backwards. Right. Like many times we won't get to that next level unless we actually make that higher and realize that we've got to free ourselves up to do more of what actually is going to produce business.

I know, right? That's the irony of it.

Hello and welcome to Build you'd Remarkable Practice Podcast. This podcast is dedicated to chiropractors who are in the seasons of launching and building their practice. Join myself, Dr. Lona and my co host, Dr. Bobbi as we have conversations each week as it relates to building the practice of your dreams. And remember, you can have a remarkable practice as part of a remarkable life, not instead of one. We are here to lead you on the way.

What's up, legends? Welcome back to the Build you'd Remarkable Practice podcast with the fantastic Dr. Lona Cook and myself, Dr. Bobby Ilajasvic. And today we've got a super fun topic that we're going to be diving into. But before we do that, Lona, tell us what's been going on in the life of Dr. Lohnakook. How you been?

I've been great. I was just down in Mexico City with Dr. Fransen and Dr. Seba and seeing kairos from South America and around the world. So, yeah, it was a great weekend, super fun.

Did you get some time off? Did you enjoy Mexico City a little bit?

Not much, no. But we had a fantastically fun dinner. We were. I flew down Friday morning and I flew back on Sunday, so it was a quick one. But you know, when you have young kids, you make it fit in somehow.

You know, I know it's funny that I should ask you that because I'm the same. I literally fly in and do the job and fly out. I'll literally fly from oz to the US which is 20 odd hours depending on which side of the country you're going to. I'll speak and then I'll finish and the next morning I'll just fly back home. But you know, I have thought about it. I have thought about, like, we really should just stick around a little bit longer and, you know, enjoy the sights of Mexico City. In this case a little bit more.

Yeah, yeah. People that were on my plane were saying it's an amazing place to like go see some of the architecture and the museums. But in the next phase of my life, I will do more of that. Yes.

Nice. Did you speak? What did you speak on?

Yeah, I spoke. Well, I spoke on the evolution of getting systematized around bringing vision deeper into my team and community. So really talking about the COs, like getting actually an operating system that helps you communicate your vision to not only your team, but the people you want to serve. And we use the example of bringing chiropractic into the schools.

Nice. Amazing. So you have a system for regularly vision casting and creating clarity for what you guys are trying to achieve next.

Correct. An onboarding team into our vision. Because that's what we're talking about today is how do you start to leverage other people as your vision grows. Right?

Yep. Nice. I love it. So you are right. Today's topic, guys, we're going to be talking about. I would actually say it's deeper than that, learner. I would say what we're going to be talking about today is how do we respect and how do we leverage the number one asset that we have in this world, and that is time. Because, you know, everything else, all other resources, we can get them back. You know, you can get money back, you can get energy back. There's ways to get them back. But time, you can't get back. So when you realize that time is always ongoing, you know, you start to treat it a little bit differently. And it's quite interesting because I heard this, I don't know where I heard this, but I heard this recently and I'm going to share it here. And the saying said this. If I said to you right now, all right, I am going to give you $10 million. Okay. However, the catch is that if I give you $10 million, then tomorrow morning you're not going to wake up. What would your response to that day?

No, thank you.

No, thank you. So what that tells us is that waking up tomorrow morning is worth more than $10 million to you, right?

Totally. Yes.

So we should treat it like that. We should treat time like that. We should treat waking up tomorrow as you just received more than 10 million bucks. Because you just told me that you wouldn't take $10 million. You're not going to wake up tomorrow.

You.

Yet time, people is going to rake up tomorrow and they're going to be like, oh, another day going back into practice and not going to treat it like someone just offered them $10 million. Right. Think about that. Let that sink in. Because, yeah, it's good, huh? What that tells us, quite frankly, is that time is your number one asset and you want to make sure that you're looking at how do I maximize my return and my investment with my time? Because there's a rule out there called Prado's principle. It talks about 80% of the results that you're currently getting is actually from 20% of your actions. So in order to continue to scale and to continue to grow, whether you're an associate, whether you're an owner, whether you're a CEO, listening to this is to continue to redefine what is the 20% of things that you're focused on that's gonna take you to the next level? Because right now, your current 80% of things that you're doing is not gonna take you to the next level. That 20% of things that will, that needs to become your 80%. And you always have to continue to refine. What are the 20% that I'm putting my time, energy and focus into game. So today we're going to be talking specifically, how do we systematize in order to free up our time? Lona, why don't we kick off with you when you hear that? How do you systematize to free up your time? Where do your thoughts naturally lead you? Because I know that this will be slightly different depending on when you're an associate. So going back on the journey of Dr. Lona Corp, where you're an associate, how would you systematize things to free up your time so you can focus on our level of activities? Then we'll talk about. All right, when you're a clinic owner and maybe you have a team of one or two people, and then we'll talk about current realities now as a CEO, so we'll look at all three of those seasons. But I'd love to hear your thoughts on this.

Yeah, I think when I think about the progression. Cause it really is a progression. So for everyone listening, think back on your progression. Up until this point, even in chiropractic school, right? Like, there was a better use of your time at times than you maybe had had in undergrad. You had to get better. And then as you're actually out in the quote unquote, real world, you know, as an associate or an assistant, you know, as you get better at your job, a lot of times it is a refinement of where do I need to spend my. My focus right now and in what order do I do things? So I wasn't an associate, so I can't speak directly to my own personal experience there, but I can think about how as you, you know, first are being onboarded, you know, you are done. Your job is a lot of it is done alongside you. You're being trained. And so you know, you don't have as much control over your time because you're, you're learning right now. But as you develop that level of like, competency and then eventually become masterful, you learn that there are certain things that are better time and focus and energy for you to be spending on. So, for instance, let's say as an associate, you are a caregiving associate, meaning you're in the practice, you're delivering the adjustments, you're doing the exams, you're doing the consultations. You know, anything that frees you up to do more of that, seeing more people efficiently, making sure the connection and the ability to lead people through the journey of the patient journey, if that's what your time is spent on, that's probably the best use of your time. Right? So we can hire people alongside of you to help free you up to have more consultations if they're the ones prepping the new patient, making sure the scans and the X rays are done, all of that type of thing. We also can have someone doing your notes. Like, those are ways that we can, down the road, free you up as you demonstrate that the best value for you would be doing the adjusting and doing a new patient portion of an exam. So that's just an example of what's the best use of your time is probably being leveraged to see more patients. Bobby, I don't know your thoughts on associate, if we want to stick with that for the first time conversation here.

I mean, I think you nailed it. I think, you know, as an associate, part of being part of being an associate and going into an associate ship is that you get access to resources that you otherwise wouldn't have if you start on your own. And some of those resources are people. So there should be CAs on the team, there should be most likely other people on the team as well in specialized roles. And so you want to look to leverage those people, you want to look to leverage those people as much as possible. Because you're right, your highest ROI as an associate is to be getting your hands and spines and adjusting people. And whether that means because you get rewarded by adjusting more people, that's part of it. Whether that also means that you're also gaining the skill set of becoming a masterful adjuster. Still, your highest ROI when you're an associate is quite frankly getting your hands on people and adjusting them. I would then argue number two is learning, training and development, particularly around Speaking, communicating, marketing, getting the message out. Because that's a very, if not one of the most powerful skill sets. It's a very powerful skill set in terms of knowing how to grow a practice. So that means that everything else you want to be leveraging your team, you know, there should be a recall system in place, there should be ways that you do outreach to people. There should be, if someone books in as a new patient's out of your office, is there an automated sequence where that person gets a welcome to the practice video that's been designed? Is there a follow up process where the front desk is, you know, doing SMS and is doing phone call reminders and follow ups? Right. Like you don't want to have to think about all these things. If someone doesn't show up to an appointment, you don't want to be the one that's on the phone. It's like calling them. You want to have team leverage so you can focus on those two things. So I think that part of being an associate and when you're choosing your associateships is you look for where is an office that I have team support around me because if you've got that team support around you, you can leverage that team so you can focus on your high skill set. Right?

That's good. And what you said there too is developing yourself, you know, going to syntropy or different, you know, seminars that are going to build your certainty and conviction so that you continue to be even more valuable in the role that you have.

Yep, yep, you got it. You nailed it.

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So let's then move to the next stage. So let's say, okay, we are an owner. We're an owner in a practice. Maybe we have a small team, let's call a team of 1, 2, 3. Maybe we're a single DC. We call it the build season of your career. What are some ways that you leverage then and create systems to free up your time when you were in that initial build season of practice? One.

Yes. Okay, so I remember vividly thinking as I had a CA pretty much right from the get go and I remember that thought and luckily I didn't stay in that thought too long. Like how am I going to pay someone when I'm not even paying myself? But I also realized the value in having someone there to help me so I could see more people so that I could be more in the marketing and the adjusting role. So you know, I we have sometimes docs who are in the initial season of launching and building where it feels really overwhelming to think about hiring someone, especially if you haven't even launched yet. But again, thinking back, well, what's my greatest return on investment? Well, how do we make money in a chiropractic business? By seeing more people and giving great care, right? So if I'm doing anything outside of that, especially in the season of build, outside of like promoting chiropractic, bringing people into the practice and serving them in the practice, the adjustments and the actual care, then I'm probably undercutting myself. So for me there was a leap I needed to make where I realized someone answering my phone, someone responding to communication on our behalf, someone up there running payments and scheduling people out was certainly an investment that needed to happen right from the get go. And that I think is why we hit the ground running a lot faster than some practices is because I had a really solid first initial CA and she really helped build the practice to a level that I could never have gotten if I hadn't learned how to leverage a CA right from the get go.

So just recognizing that, that sometimes I think many times in our profession, people do the if then or when then, right? When I get to this next level, then I'll hire the first CA or the second ca and they're doing it backwards, right? Like many times, we won't get to that next level unless we actually make that hire and realize that we've got to free ourselves up to do more of what actually is going to produce business.

I know, right? That's the irony of it. Instead, the way that I approach it is I look at it and I go, well, I've got 100% certainty and this is the vision that we're moving towards. So therefore, if this is where we're going, what people do, we need to get on our team in order to get to that level rather than, well, when I get to this level, then I'll hire that person. Because business is all about taking risks. Like in the beginning, you took a risk to open your business. That's a risk. And then guess what? The risk taking doesn't stop there. Business is all about continuing taking risks that are calculated. But what you're doing is you're backing yourself. And you will have less problems backing yourself if you have 100% clarity and certainty and belief around the vision that you're trying to achieve. Because if you've just ingrained that into your nervous system, into your subconscious mind, you know, your action steps, then all are moving towards that. Then there's this idea of what we call sequencing, which means you got to do the right things in the right order. Like if you're on $300,000 annual collection right now and you're like, all right, we're moving to a $5 million practice, probably your next hire is not going to be a full time social media manager that's managing all of our media and that's in charge of just creating content. You probably got another few hires before that person, right? And that's why your accountability chart is so important, because you always want to review accountability chart and go, here's how it currently looks. And it's probably going to have your name sitting on all these different seats. But then you look at that and you start identifying, well, what are the things that I don't do or that either don't make me that much money? Because I look at, here's the sweet spot for me. Sweet spot is three things coming together. I love it. I'm great at doing it. It makes me a lot of money. Okay, that's the sweet spot, guys. When you identify what activities that you love you're good at doing makes you a lot of money. That's where you should be focusing your time. So then you get people and you create systems and sops for them. Film yourself doing it and you start delegating everything off to other people and just continue to refine, what is it, 20% that's getting you 80% of your outcomes and put it through that formula. I'm good at it. I love doing it. Makes me a lot of money.

Yeah. So good. And to your point, Bobby, like just even, you know, maybe your dream, maybe your vision isn't to have, you know, seven person team. Maybe you want a three person team. You're still looking at am I really defined in who does what role? Even though we're going to be cross trained so that I'm making sure that the right person is doing it as well as how many things exist out there now that you can either outsource or use technology for. So again, this just awareness to sometimes it is just a refinement of how things are done.

We are absolutely living in a world where leverage has never been easier. Like honestly, there is a website or there is a software or there is a program for almost everything. We're living in a world where leverage has never been easier. Rewind back 50 years ago, okay, where maybe there wasn't social media channels, there wasn't an air tasker where you're like I need my back closet clean. Go on to airtask, offer it for $200. Someone get someone to come and clean. That didn't exist. You would have to go and find people, maybe look them up in the yellow pages. You'd have to sort people out. It'd be hard to work out who's good and what's and who's not. You know, these things didn't exist. Now we have all these platforms and softwares that leverage has never been easier. Okay.

Yes.

So that's, that's the first thing to understand because in build, yes, you want to be focused on adjusting people and getting the message out. And everything else should be done by somebody else. Okay. Processing of credit cards, picking up phones, watering the plants, all of that kind of stuff. Answering emails, looking at emails. And you know what, if, if I've, I learned this recently, don't wake up in the morning and the night before. Plan out your day and have a checklist that's 10 items deep. That doesn't serve you that well. Instead you want to everyday ask yourself, what are the three biggest tips? I just want to try and have three things, max, four things on my checklist. But these are the three biggest hinges, right? Or small hinges that move the biggest doors for my day tomorrow. And you know what? If you finish those three things by 10am in the morning, you are better served having the day off and recharging your battery and go get some sun and go for a swim or go for a ski or go to the river for a fish, depending where you live. Believe me, you're better off doing that than just trying to have a checklist that's 10 deep, right? With all those other things on there, what you really should be doing, you should maybe have those 10 other things in one checklist. And that one checkpoint, pardon me, one checkpoint should be hire this person. Because I know that when I get this person, I'm going to be able to delegate this and this and this and this and this and this and this, which is the majority of my checklist for tomorrow.

That's so good. Bobbi. Bobbi, you're masterful at this. I know it. Because we've definitely had conversations that you've spent a lot of time learning to identify these things and delegate. When you think back to like the beginning of you really understanding these concepts and maybe earlier on in your practice, what were like some limitations you had to overcome in your own mind that other people might be experiencing right now?

Yeah, that's a great question. And there's one that very much sticks out for me. I used to always have the limiting belief that I've just got to get to the next level before I've got enough buffer and enough money and then I can do Y. Okay. And why could be whatever you want it to be. So for example, I just got to get to the next level, which means I've got to work a little bit harder. I've got to put a bit more hours in. I've got to grind myself more by grinding myself more, wear myself out more, you know, before I can hire a social media manager that then she takes over the fulfilling schedule and puts together the ideas and brings it to us and once a week we just film. Okay, I used to have. Now this is one example. Like I used to have that all the time. I'm on 40 visits a week. I can't quite hire a CA yet. Although truth be told, I actually had to say at 17 visits a week by default. That was not like intentional. I took over practice, ca came with it and I was like 17 visits a week. And there was a ca in there, right. So kind of I had to make it work. But if they weren't in there, I would have. I would have done it. I know I would have been like, oh, and 40 visits. Now I've just got to get to 80 before I can hire a CA. So what that means is that difference between 40 and 80 is I just got to grind a bit more. I just got to put more hours in, more time, and then I'm going to get to this level. That was a civilian belief that I used to carry on for years and years and years. And I see it profound in the future.

Yes.

Oh, yeah, yeah.

Sounds familiar, huh?

Oh, yeah, for sure. And, you know, awareness to the pattern of thinking is like 90% of the battle, right. When you're like, I've already experienced this for just like how Bobbi unearthed earlier that, like, when you started practice, you had made an investment in your, you know, buying your tables, securing your space. Like, each stage is going to require an investment. This is part of the investment, right?

Exactly right. 100%. And then the last part now is CEO season, scale, season. You know, there's a line now that I adopt, and I find whenever I've got a challenge, this line just comes to the front of my mind. All right, so insert challenge. Before what used to happen, Bobby will try and figure it out. All right, so I'd be the one that was like, we don't know how to do this yet. How do I get more corporate talks? Bobby will try and figure it out. We're going to do this, this. Okay? Then I learned this very simple, profound line. Okay? It's always a who, not a how.

So whenever you have a challenge, it's always a who, not a how. There is somebody that possesses the skill set and the knowledge around how to solve this issue. Okay? It could be a coach. Maybe you're going to reach out to a coach and be like, oh, I'm going to invest money. It always. I always find it interesting learner. When someone's like, oh, too busy. I don't have enough money now for coaching, I'm focusing this. The first thing you got to do when you get into practice is hire a coach. Because if you're costing yourself money, right, Tens of thousands, hundred thousand dollars by not doing that, the number one investment that you make always is in yourself. So it's always a who, not a how. Meaning when I'm stuck somewhere, I've. I asked myself the question, who is the person that has the answer to this. And maybe that means I've got to put them on my team, maybe that means I got to hire them as a coach, maybe that means I got to put them on my development team, whatever that is. Okay? But when I'm in scale, whenever I jump into it, when, here's the vision, here's where we are right now. There's a gap, there's a knowledge gap there. Rather than Bobby trying to figure it out, the question now is who, not how. If I could not simplify it more.

Than that, that's great. And you know, when we're having this conversation, you might be thinking, okay, yeah, that sounds great. And I can identify my limiting beliefs here and that I need to like, you know, progress through it and find the whole. And also when you find the who and let's say it is a hire that you're going to make or an independent contractor or a company that you need to offload something to, this is where you also have to verify that they actually.

Demonstrate that they can take this over and be trained to do it. And then that you're able to visibly see that they're executing and creating the results you want, which sometimes is a refining period and possibly you've made the wrong hire and you. That doesn't mean stop. It means you learn something and keep going and find the right hire. Right?

Yeah. Lana, can I tell you one line as we bring this together? Summarize it for you. If you're in CEO season, you're listening to this and you're thinking about, do I hire the next person? Or maybe you've got the mentality that you and I had before about we're just going to grind a little bit more and then we're going to get ready for that next person. This one little idea really has helped me a lot with hiring people and that is this. You ready? When you're hiring a new person, you're not marrying them. So what does that imply? Marrying someone means your lifelong commitment. So that's decision you've got to take cautiously. It's like I only plan to get married once. So it's a lifelong thing. We got to make sure it's the right person. That's not the case with team. You're not marrying them. All right, there's a 90 day onboarding period where anywhere during that 90 days, if, you know, we aren't meeting expectations, 30 days, 60 days, nine days in, like that's cool, you know, we can love each other from afar and I can let you go to your place of purpose as well. But when I understood that one profound point, that changed everything for me, because I realized the risk actually is quite small relative towards potential gain.

So good.

So good. So there we have it, team. You're almost welcome. So systematize to free up your time. It's your number one asset. Remember what Alona said, okay? That's a clear example of it. So don't do what we did where it's like, just grind to the next level because grinding means you're wearing yourself down. All right? Instead, always look, how do I systematize Free up your most valuable asset? Time. And if that means that you can use the extra time to refresh your mind, refresh your body, believe me, your business will thank you for it and you'll grow at a quicker rate. Yeah. If you guys love this, guys, add us on our social Dr. Lona Cook or Dr. Robbie Lojasvic at Instagram, and we'll show you behind the scenes how we make it all work. Put it together. You'll get to see exactly Lona's travels to Mexico City and how that works. All right. You'll get to see my office and how we do the hiring process. So, yeah, add us on there, guys, and send us a message. We love talking to you guys. But until next time, have a fantastic week and thank you for your insights.

We love it. See you by. Hey, everyone. Please listen in for this next bonus interview of one of our remarkable success partners. They all help us help more people find the benefits of chiropractic. So listen on.

Hello, remarkable CEOs. This is coach Dr. Eric DeMartino from the remarkable practice. I'm excited to be in studio today with Dr. Noda Hashimoto from Track Stat. Track is one of our remarkable success partners. And we just love and appreciate all our remarkable success partners because they help us further our mission and helping more docs help more people. So welcome to the podcast, Dr. Noda.

Thanks for having me.

Yep. So please take a minute to introduce yourself and help our audience know a little bit about your story.

Yeah. So it's like, started off as a practitioner. I'd say we had. I'd say a pretty successful practice. Like, we did three and a half to four mil a year. We had several providers. We did a multidisciplinary. And one of the big pain points I had was we had a ton of systems, but none of the systems talked to each other. So we had, like, several spreadsheets at a stats platform. And then we had a texting platform. I had a marketing software and then we had Chirotouch and nothing talked to each other and we just, we had. One of the big things that we did is we did a lot of patient tracking, right? And we did a lot of stat tracking, hence track stat. Because track stat was about tracking patients, tracking stats. And the missing piece to it is now we've added in automation and tracking team members. So a lot of EHRs you're going to have. It was always really easy for me to get production on providers because providers have appointments, they have services, they have inventory, they have like billings, they have revenue. And there's always good reporting in every system. Emr, EHR on providers. But there was no. Like I always like wondered what are these people doing? Seems like they're busy. And track stat makes it easy to track down those people because like if you're a front desk, like little things that we track are like, okay, if 100 appointments came in, or let's say they had 10 appointments that came in and eight of them scheduled a future visit, you would have an 80% future scheduling rate. And that's a key metric of an admin person. Or if you take a look at canceled and missed appointments, what are the percentage of those that are getting rescheduled? Or how many appointments is this logged in? EHR user scheduling. Now obviously that's not perfect because sometimes you'll have like one person logged in at the front desk and you know, a team member comes in there and they'll schedule some appointments under that same logged in user. So like that stat's not perfect, but we tried to make it easier for managers and owners to identify C and D players hiding amongst A players. We also try to make it easy for C and D players to become A and B players. So like we pull the data out of the EHR and then we show them what to focus on. Because I think in like some of those frontline admin roles are more reactionary right now that you're a CEO in the practice versus when you're a treating doctor. It was different when I was in there treating patients. Just like when you're treating patients, you know, you're treating patients, you're putting out fires. And I'd have what I would call shovel days when I was busy with patients and I'm just trying to finish my shift with my soap notes done and try to get like maybe one or two things done. And then I'd have my like buffer days where I would just focus on getting certain tasks or Rocks. Done. But like a front desk, like, a lot of times when they're doing, like, patient recalls, they have to wait for air quotes, like downtime. Because when you're at the front, patient comes in, you get interrupted. Phone rings get interrupted. You get. Now with all these, like, texting and messaging services, you're getting pinged. And then when they have a little bit of free time, like, I was worse at this. I'd walk up and I just, hey, you gotta fax off these things. Do you check with this attorney on this thing? So it was. They're constantly getting interrupted. So, like, track stat. What we do is we show them what to focus on. So. So it's like if you take, like, recalls, like, yes, you could do auto texts, which we do that reach out to patients. But we'll take a look at all the patients that don't have a next visit, and we'll put the ones at the top that are most likely to schedule most valuable. And we know that based on their past scheduling and payment history. Right? So if someone's paying 140 a visit, they should be recalled over your cousin that comes in and doesn't pay any money.

Right?

So your cousin's not paying any money to the practice. You're not even billing their insurance because they don't have any. And you're just treating them a ton of time times. And your cousin's a great person. Nothing against your cousin, Eric, but, like, it just at the end of the day, you want to fill your practice with paying people. And yes, you're going to take care of your cousin, but, like, why not get that person that pays 140 or why not get that person with an 800 credit back in? Because if they don't use up their credit, that's a financial liability. They could ask for a refund down the road. And let's not earn money until you actually earn it. So, like, that's kind of like the premise of, like, where we started. And then from there we just, you know, just started adding in other things. So, like, at the beginning it was like tracking and tracking stats. And then some of the people that signed up with us is like, well, you know, it's like I'm paying for this appointment reminder system. So it's like, I don't want to pay for both. So we added that. And they want reviews and they want online scheduling, then they want a mobile app, and then they want other things. And I remember one of the frustrations I had was like, how software doesn't talk to each other. And the problem, the problem in the chiropractic vertical is that we're not like a huge vertical like in some of the big medical or dental ones. They're attracting a lot of private equity groups, which there is in chiropractic. So like a lot of these integrations, these big private equity groups don't want to. It's not that they wouldn't do it, but it's just not a high focus target. So it's like we're doing integrations with things like cash practice and fortis. Right. Because one of the issues I had, I remember with social media marketing is you'll get a number of these people that book appointments and no show and was always really frustrating. So we added a feature where it's like, okay, just charge them a $20 deposit, charge them anything. Like it doesn't matter what they pay, but if they put their credit card down, the odds of them showing up is like dramatically higher. So like doing that, you know, like every EHR has their native form software. But like if for some reason you didn't like you use chirotouch or you're practicing, you didn't like the car touch forms, you could use like intake queue or you could use form Dr. And then you know, like we're adding in like high level, that's another integration we have because like every single vendor in the TRP space that does marketing, they use high level. And in chiropractic I don't know if I've seen an agency with over five clients that, that doesn't use high level. Like it seemed, I don't know where their market share is in that space, but it's probably 95%. And then we're just trying to take a load off of the front desk with that integration. So with that thing like the front office staff, they're so busy with office activity, turning them into a leads person is hard. So it's like we did an integration there where now like if someone schedules an appointment, it updates them. If they no show, it updates them. If they check in or start care, it updates referral sources and the high level update over and then we're doing some other stuff and we're actually setting up quite a bit of framework right now for a bunch of AI stuff because there's a bunch of recall activity or scheduling activity that really can be done with AI and AI voice is getting better and better. It's still pretty robotic. But like honestly I think two years from now like practices can probably even operate with like just a doc and a ca and you're having this AI assistant for everything and maybe like one human watching over a couple of offices. So that's great. A lot of cool stuff.

Yeah, sounds like it. And, you know, we're always talking with docs about how, you know, businesses exist to solve problems and, and, and sounds like track step from what you're saying is you really solve the problem of integration. You know, we always tell our docs we want to leverage ourselves, right? As CEOs, you can't do everything right, but we can build a team that collectively can do everything. And so we always want to leverage either people, we want to leverage systems, we want to leverage technology. So a lot of docs now will have, you know, they'll have a track stat tracking program. They'll have their ehr, they'll have their CRM system, like go high level. They'll have their billing software, they'll have all these different things. But like you said, they don't talk to each other. So it's like you got to go into all these different systems. So I love how you guys have found a way to kind of integrate all that so things can talk. It makes it so much easier and so much simpler. And on top of that, you guys give the data, and data is huge. I'm a big data guy because I work with a lot of CEOs. When I first started working with them, they've built great practices, but they don't have great businesses. Right. They just build great practices just because their passion for chiropractic, their charisma, their personality, but they have no idea what they're actually doing in their business. They don't really know what their conversion rates are, retention rates. And I love the track stat can literally measure all of that. Right? Because you can have systems in place, but if you're not measuring each aspect of the patient journey, you have no idea what you're doing well and what to improve on. And so I love how track stat, like you said, you can kind of track every step, like the future schedule visits, right? You can track that because we can kind of track docs to a little extent. Hey, we got so many new patients, so many conversions. This is our retention rates. But it's been hard to really track our CAS and what they're doing. Right. We can put a great system in Place and TRP, we have amazing systems. We have systems from day zero to day 3,000 of the patient journey. But how do you measure how each team member is doing each step of that journey. And it sounds like track stat is able to do that now, am I correct?

Yeah. And yeah, it's like imagine like playing any kind of a sports game without a scoreboard, right? Like it'd be the most boring game to watch and it'd be like hard to play. Or he's just like. And then some of the people, they're doing the reporting but like they're like hand counting some stuff and it's just slow. Like I just tell people, like, imagine if you were driving and you didn't have a speedometer on there, but you had a way to track your measurement and you had a time tracker and you're like, okay, I've driven this far, this much, this much distance in this much time. I think I'm going this fast. And at that point, like you already got a speeding ticket. Right. Like it's getting them in real time is important. Especially you like your leading indicators, right? Like your future scheduling rate and stuff like that. You'll have your lagging indicators, like your collections. But like your leading indicators, you want to get those in real time or at least like daily at the end of the day, at the very least. And you know, like a lot of people, they just, they waste time. Like I see some people, they say, well, it's automated because Tiffany's doing it and I'm paying Tiffany salary. But the thing is, if Tiffany wasn't wasting her time doing these things, she might be able to get some other things done. And what Tiffany should be doing is if one of your patients fell down and broke their hip, sending her a personalized get well soon card and mailing them like that stuff's huge. Sending a personalized video to a patient, calling someone like, you know, like if they were sick and getting them to come in and telling them, hey, you should get adjusted and stuff like that, and explaining to them why chiropractic is beneficial to someone that's feeling sick. And like that's the kind of stuff that you can't really automate with like this little auto text. Yes, you could auto text that, but like you can't create that connection through automation.

That's a human thing. That's one thing AI will never replace. Right. That human connection.

Yeah.

Human to human. And it's just if you free up your people, like is like we just try to automate all these like low value, repetitive tasks. So like your team could focus on human to human tasks.

Absolutely. That's great. So considering what's coming next, as you look ahead and Assess the needs for our profession. How are you helping doctors be prepared to succeed in the future?

Trying to make them more profitable because like if you're a more profitable practice, then you could hire better people. If you can take your A players and get more stuff done with automation, maybe you don't have to hire as many people and maybe that a player you could give them the extra raise to keep them because like the cost of labor is going up. The cost of great labor is going up. And in healthcare you have hospitals like poaching really great employees all the time. Like I've lost employees to them because they have like 401k, they have healthcare, they have all this stuff. And like the only way to compete against that is offering more. And to offer more you have to run a more profitable business. Right? So that is selling more often, right. Increasing your visits, selling for more, increasing what you collect per visit and then reducing your operating expenses. And part of that comes through automating these low value tasks. And that part in the middle is going to be your profitability. And if you're more profitable then you could get better people. You could buy new equipment, you could pay for better marketing, you could pay for consultants. Like it just everything like all the good things happen when you have a profitable practice, right. Like just little things. Like someone needs a new keyboard and mouse. Like all these like little things, their computer is too slow buying it. And then you know, like I just gave our office manager no questions and it wasn't much. It was like, like I think it was like 150, 200 bucks, no questions asked. You could just spend it on anything, whether it's a mouse, a keyboard, a monitor, things like that. And this is like pre Covid so things cost less, right. So if I was practicing today, that number probably would be like 300 at least or 350. But like it's. Yeah, it's just like I just. She did one on ones with all the people and you know, she was always looking for friction points, any barriers and it's like what can I do to make your life easier?

Right. And they player man, they are worth their weight in gold. Yeah. So it's worth more to, to, to pay those people and because you won't be able to track them if like you said, if you're not competitive in the marketplace. So. Awesome. Well, thank you for your time today, Dr. Noda. I appreciate all you do for TRP. So what's the best, next best way for the listeners to learn more, to get in contact with you guys or to take the next step, I'd say.

Like do a free trial. So they could go to track stat.org t r a c k s t a t.org they could just visit the site, they could click, watch demo, there's a little video in there. And then what they really should do is they should schedule a demo which is going to be on that thank you page. They could take a look at it. And if they, if they think it's going to solve their problem, which usually it does, they do a free trial. A lot of people think that their ship is like airtight and they got no leaks in their ship. And most of the time, actually every single time, we'll just point out all these little deficiencies in there. And like my favorite thing is, you know, if they're trying to do retention, I could do patient drop off analysis and we could calculate that in about three seconds. And if you've ever done that by hand, which I've done, it's a, it's a painful thing to calculate. And then from there you just work backwards and you know, like fix the leaks in the bucket.

So.

But yeah, free trial is the best way to start.

Awesome. Appreciate that. And we'll, we'll put the, the link to that in the show notes below for all of our listeners if they want to take advantage of that and check it out. So thank you so much, Dr. Noda, for taking time today. Thank you for being a TRP success partner. We appreciate you.

Thank you very much.

Absolutely. All right, so remarkable CEOs, remember tuning each week to the Remarkable CEO Podcast. I hope everyone has a blessed day and we will see you guys next week.

Thanks for listening to this episode of Build you'd Remarkable Practice podcast. Remember, what the world needs now is chiropractic. And what chiropractic needs now is more successful chiropractors. If you like the podcast, please subscribe, share with your friends and leave us a review. And if you'd like to connect with us personally, please click the links in the show notes to schedule a call.